Agenda

The purpose of this report is to set forward a comprehensive Road Safety Plan (RSP) to improve road safety, and to request City Council's endorsement of the plan. This report also responds to a number of City Council and Public Works and Infrastructure Committee motions linked to road safety, including the expansion of the "Watch Your Speed" pilot program in school zones, an investigation of requirements for expanding automated enforcement, a review of posted speed limits, the development of a user-friendly traffic calming guide, and the identification of safety improvements for school children, older pedestrians and persons with disabilities.

The proposed RSP is a comprehensive, collaborative, and data-driven action plan for reducing the number of traffic-related deaths and serious injuries on Toronto's roads over the next 5 years (2017-2021). The comprehensive nature of the plan entails the shared responsibility, involvement, and commitment of all road safety partner agencies in the City, consideration for all types of road users, identification of the City's key safety priorities, and the inclusion of a variety of engineering, education, and enforcement countermeasures.

The RSP emphasizes protection for the most vulnerable road users, such as pedestrians, cyclists, older adults, and school children, and leverages the experiences of other major North American jurisdictions that have embraced the "Vision Zero" philosophy that was first introduced in Europe and is gaining widespread adoption.

The General Manager, Solid Waste Management Services, recommends that:

1.  City Council approve the Long Term Waste Management Strategy, including recommended options and implementation plan, as presented in Attachment 1 to this report.

2.  City Council authorize the General Manager, Solid Waste Management Services, to negotiate and enter into any and all agreements and amending agreements necessary, subject to available funding, to implement the first five years of the Long Term Waste Management Strategy, as adopted by Council, on terms and conditions satisfactory to the General Manager, Solid Waste Management Services, and in a form satisfactory to the City Solicitor. 

3.  City Council endorse a 70 per cent waste diversion rate target by Year 10 (2026) for City managed residential customers.

4.  City Council endorse a goal of 70 per cent diversion of materials collected (Green Bin organics, Blue Bin recycling, garbage) by Year 10 (2026) from Industrial, Commercial and Institutional customers that receive City collection services.

5.  City Council endorse an aspirational goal to work towards a circular economy and zero waste future to align with the Provincial goal as part of the new Waste Free Ontario Act.

6.  City Council direct the General Manager, Solid Waste Management Services to work with the Director of the Environment and Energy Division on the feasibility of developing a new Waste Diversion Community Investment Program for outreach and educational programming, funded as part of the Waste Strategy.

7.  City Council direct the General Manager, Solid Waste Management Services to develop a plan to phase out the use of the extra large garbage bin for single family homes and report back to the Public Works and Infrastructure Committee on the phase-out plan and implementation schedule.

The purpose of this report is to present the final Long Term Waste Management Strategy (Attachment 1) to the Public Works and Infrastructure Committee and City Council for consideration and approval.  The final Long Term Waste Management Strategy (“Waste Strategy”) consists of the following elements:

-  Policy, program and facility recommendations and an implementation plan;

-  Key Performance Indicators and targets; and,

-  Financial implications required to fund the recommendations.

The Waste Strategy is recommending program and facility options as well as implementation tools within the next 10 years at a total capital and operating cost of approximately $144 million. Accompanying the Waste Strategy are sustainable rate model scenarios that have been developed to generate the necessary revenue to sustainably fund Solid Waste Management Services existing programs, services and required reserve contributions for the next 10 years and to support the Waste Strategy implementation.

In response to feedback received during Phase 3 consultations (occurring from March 29 to April 27, 2016), many 3Rs options are being recommended for implementation sooner than originally planned.  As a result, implementation planning for many of the 3Rs options will begin in 2016.  The Waste Strategy, as proposed in its entirety, is anticipated to divert an additional 200,000 tonnes of material by 2026 from all City serviced and non-City serviced sources (both residential and non-residential).  Based on current projections, this will extend the life of Green Lane Landfill until approximately 2040.

The final Waste Strategy recommends the inclusion of a new aspirational goal to work towards a circular economy and zero waste future, which will be measured by a new key performance indicator: waste generation rate per capita.  A circular economy shifts the way waste management is viewed and approached, looking to prevent waste generation and maximize resource recovery.

This report also provides public consultation details/feedback received on the draft Waste Strategy (Attachment 2). All Waste Strategy Technical Memorandums and Public Consultation Reports are available on the project website: www.toronto.ca/wastestrategy.

Approved capital funding in the amount of $2.495 million is available for completion of the Waste Strategy under the project Long Term Waste Management Strategy (Account CSW013-01-01).

The financial impact associated with the Waste Strategy recommendations and implementation plan for the full planning period (2016-2052) is approximately $703 million. The 10 year impact (2016-2026) is approximately $144 million, representing $114 million in Capital funding and $30 million in Operating funding. This information is summarized in Table 1 below.

Table 1: Capital and Operating Funding

Solid Waste Management Services' 2016-2025 Capital Plan has $500 million allocated for the implementation of the Waste Strategy. During development of the 2016-2025 Capital Plan, work on the Waste Strategy was still underway with final option recommendations not yet having been evaluated. With the Waste Strategy recommendations and implementation plan now complete, the $500 million that was allocated in the 2016-2025 Capital Plan will be reallocated and revised to $144 million dollars to fund the first 10 years of the Waste Strategy. The difference of $356 million in the 2016-2025 Capital Plan will be deferred to years 2026-2052 of the Waste Strategy.  These monies may still be required to potentially fund significant capital expenditures to build a Mixed Waste Processing Facility with Organics Recovery and to sustain adequate reserve contributions. As part of the 2017 Budget submission, Solid Waste Management Services will be revising the operating and capital budget allocation to reflect annual funding requirements to sustain current services, adequately fund reserve contributions for past and present capital expenditures as well as the Waste Strategy.

To develop the Sustainable Rate Model as part of the Waste Strategy, a full cost accounting exercise was undertaken to update the integrated waste management system cost allocations for service by customer type. The development of the Sustainable Rate Model was undertaken by KPMG. The model considers operating costs, forecasted customer changes and future tonnes managed. Solid Waste Management Services current Operating costs and Capital Plan as well as the costs of the Waste Strategy in years 2017-2052 were included in the costing model.

Working with KPMG, rate scenarios that would generate the required revenue to support continued provision of waste services and the Waste Strategy recommendations were developed. The rate scenarios that were developed include 1 – Average annual rate increase for 2017 to 2026 by customer type, 2 – Uniform rate increase that sees a single annual growth rate applied equally across all customer types, and 3 – One-time adjustment to 'true-up' costs in 2017 and an average rate increase thereafter.  The annual rate increases are subject to change based on any new budgetary directions from City Council which may impact base operating budgets for the Division.

The Sustainable Rate Model and annual rate increase includes 2.5 per cent annual inflation, debt servicing expenditures for current capital projects, annual contributions to the capital reserve for state of good repairs of capital assets and contributions towards funding for the perpetual care of landfills.

Further input on the proposed rate scenarios will be sought from stakeholders in the Summer of 2016.  The final recommended rates will be presented to City Council during the 2017 budget process.

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.

The General Manager, Solid Waste Management Services, recommends that:

1.  City Council amend Code Chapter 441, Fees and Charges, Chapter 442, Fees and Charges, Administration of, Code Chapter 841, Waste Collection, Commercial Properties, Code Chapter 844, Waste Collection, Residential Properties, Chapter 846, Waste Transfer Stations, to conform to the common terminology set forth in Appendix 1 and/or to make similar administrative changes, as more fully described in this report.

2.  City Council clarify that the existing authority for Solid Waste Management Services to charge certain customers an acquisition fee for organic, garbage, and recycling bins acquisition requested by such customers, as indicated in Appendix 2 to this report, except for Residential curbside collection customers, Mixed Residential/Commercial Properties and eligible Non-Residential Properties (specifically Charities, Institutions and Religious Organizations (“CIROs”) properties, as defined in Section 841-1 and Section 844-1 of the Code.

3.  City Council authorize Solid Waste Management Services to charge certain customers an acquisition fee for the purchase of the new Green Bin, as indicated in Appendix 2 to this report, except for Residential curbside collection customers, Mixed Residential/Commercial Properties and eligible Non-Residential Properties (specifically CIROs).

4.  City Council amend Code Chapter 441, Fees and Charges, Appendix A - Schedule 1, Solid Waste Management Services, to implement the fees and charges set forth in Appendix 2 to this report.

5.  City Council direct the City Solicitor to submit the necessary bills to City Council required to implement these recommendations.

This report requests that City Council authorize the amendment of various Code chapters to conform to new Solid Waste common terminology and that City Council clarify existing authority and provide new authority for various bin acquisition fees and haulage charges.  The aforementioned changes will improve the readability of Solid Waste Management and fee chapters of the City of Toronto Municipal Code and allow for the implementation of fees and charges.

There are no financial impacts arising from this report.

The General Manager, Toronto Water and the Director, Purchasing and Materials Management recommend that:

1.  City Council authorize the General Manager, Toronto Water to negotiate and enter into a non-competitive agreement with Evoqua Water Technologies Ltd. for the supply of proprietary parts required for the maintenance of Wallace and Tiernan chemical feed equipment. The contract will be for a period from the date the contract is issued to December 31, 2016, with the option to renew for an additional five (5) separate one (1) year periods at the sole discretion of the City and subject to budget approval(s) for the amount of $2,175,653.71 net of HST ($2,213,945.21 net of HST recoveries).  The contract will also be on the condition that the vendor continues to be the manufacturer or exclusive supplier of the parts and will be on terms and conditions satisfactory to the General Manager, Toronto Water and in a form satisfactory to the City Solicitor.

The purpose of this report is to request authority for the General Manager to negotiate and enter into a non-competitive contract with Evoqua Water Technologies Ltd. This contract will be for the supply of proprietary parts and supplies required for the maintenance of water and wastewater treatment process equipment.  The initial term of this contract will be from the date the contract is issued to December 31, 2016, with the option to renew for five (5) additional one (1) year periods at the sole discretion of the City and subject to budget approvals for the total amount of $2,175,653.71 net of HST ($2,213,945.21 net of HST recoveries).

City Council approval is required in accordance with Toronto Municipal Code Chapter 195-Purchasing, where the current request exceeds the Chief Purchasing Official's authority of the cumulative five year commitment limit under Section 1 of the Purchasing By-Law and also exceeds the threshold of $500,000, net of HST, allowed under staff authority as per the Toronto Municipal Code, Chapter 71- Financial Control, Section 71-11A.

The total potential cost to the City, including the option years is $2,175,653.71 net of HST ($2,213,945.21 net of HST recoveries). Funding in the amount of $125,000.00 net of HST, ($127,200.00 net of HST recoveries) is included in the 2016 Approved Operating Budget for Toronto Water, under Cost Centres TW7030, TW7060 and TW4017, Should the City choose to exercise its option to renew for an additional five (5) separate one year periods, then appropriate additional funding, if needed, will be included in the 2017-2021 annual Operating Budget Submissions for Toronto Water.

Funding details net of HST recoveries are provided below:

The above cost calculations for the Option Years reflect an estimated 3 percent increase commencing in 2017.

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.

The Executive Director of Engineering and Construction Services and the Director of Purchasing and Materials Management recommend that:

1.  The Public Works and Infrastructure Committee, in accordance with Section 195-14C of the Toronto Municipal Code Chapter 195 (Purchasing By-Law), grant authority to award Tender Call No. 130-2016, Contract No. 16ECS-TI-06BE, "F.G. Gardiner Expressway Eastbound – Lower Simcoe Street Off-Ramp and Harbour Street Improvements" to Grascan Construction Ltd. in the amount of $29,900,000 net of all applicable taxes and charges ($30,426,240 net of HST recoveries) having submitted the lowest compliant bid and meeting the specifications in conformance with the tender requirements.

The total amount of the award for Tender Call No. 130-2016, Contract No. 16ECS-TI-06BE, "F.G. Gardiner Expressway Eastbound – Lower Simcoe Street Off-Ramp and Harbour Street Improvements" is $29,900,000 net of all applicable taxes and charges ($30,426,240 net of HST recoveries), and $33,787,000 including all applicable taxes and charges.  The engineering estimate for this contract was $36,484,103 including all applicable taxes ($32,855,064 net of HST recoveries).

Funding is included in the 2016 – 2025 Capital Budget for Transportation Services.  Funding details are provided below (net of HST recoveries):

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information

The General Manager of Transportation Services recommends that:

1.  The Public Works and Infrastructure Committee receive this report for information.

The purpose of this report is to provide a status update for projects being undertaken as part of the Congestion Management Plan (the 'CMP'). The CMP was originally adopted by City Council in 2013, and was updated in November of 2015, to better manage traffic congestion on Toronto's streets and expressways without the need for major infrastructure expansion or introducing additional physical capacity. City Council has directed the General Manager, Transportation Services, to report back to the Public Works and Infrastructure Committee semi-annually on the status of the CMP.

The updated CMP focuses on nine key strategies for tackling traffic, including the use of intelligent transportation systems (ITS), undertaking congestion and engineering studies, providing enhanced incident and event response, improving construction coordination, implementing better curb side management, supporting all modes of transportation, making available increased and real-time traveller information, updating the City's Transportation Operations Centre, and maintaining ITS infrastructure to ensure a "state of good repair".

In the current status reporting period (Q3 2015 to Q1 2016, inclusive), there was:

-  A total of 8 projects completed;

-  An increase in the number of contract awards and active CMP projects (over 12 in this period);

-  Approximately 3 projects in procurement at the end of the review period;

-  Approximately 6 projects in development (being prepared for procurement) at the end of the review period; and

-  Two research project partnerships with local universities have continued under the 'Framework for External Research Collaborations for Transportation Services'.

There is no financial impact resulting from the adoption of this report. 

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.

The General Manager, Transportation Services recommends that:

1.  City Council, upon enactment of any necessary bills to give effect to City Council's decision, rescind the Identification and Directional Road Signage Policy, and replace with the Vehicular Destination Sign Policy as described in Attachment 1, and the Neighbourhood and Business Area Identification Policy as described in Attachment 2 in this report.

2.  City Council direct that the final decision and approval for vehicular destination signage and encroachments on City highways pursuant to the Vehicular Destination Sign Policy be delegated to the General Manager, Transportation Services in accordance with this policy.

3.  City Council direct that the final decision and approval for neighbourhood and business area identification signage and encroachments on City highways pursuant to the Neighbourhood and Business Area Identification Sign Policy be delegated to the General Manager, Transportation Services in accordance with this policy, with the General Manager, Transportation Services having the sole discretion to refer any application for neighbourhood and business area identification signage to Community Council for consideration and final decision making on questions of sign copy.

4.  City Council grant authority to the General Manager, Transportation Services to enter into necessary encroachment agreements and/or other necessary agreements with successful vehicular destination signage and neighbourhood and business area identification signage applicants on terms and conditions acceptable to the General Manager, Transportation Services and in a form acceptable to the City Solicitor.

5.  City Council direct the General Manager, Transportation Services to begin discussions with the Ministry of Transportation Ontario to explore the adoption of the Vehicular Destination Sign Policy on provincial highways within Toronto.

6.  City Council authorize the General Manager, Transportation Services to require all destinations with vehicular destination signs to apply for vehicular destination signage in accordance with the Vehicular Destination Sign Policy, remove all existing vehicular destination signage, and install all vehicular destination signage that is approved under the new Policy.

7.  City Council authorize the General Manager, Transportation Services to make such administrative changes to the Vehicular Destination Sign Policy and Neighbourhood and Business Area Sign Policy as may be required from time to time in order to comply with provincial statutes and regulations and City by-laws, policies, and procedures.

8.  City Council amend City of Toronto Municipal Code Chapter 441, User Fee Policy and add the following new user fees for 2016, subject to the annual inflation rate:

a.  Application fee:  $150.00 plus all applicable taxes

b.  Appeal fee:  $300.00 plus all applicable taxes

9.  City Council amend City of Toronto Municipal Code Chapter 27, Council Procedures, to reflect that notwithstanding the current delegation to Community Council of approval of encroachment agreements related to road allowances, parks, ravines and properties owned or managed by the City, the General Manager, Transportation Services shall be delegated approval of encroachment agreements related to road allowances and properties owned or managed by the City in carrying out his authority with regard to the Vehicular Destination Sign Policy and the Neighbourhood and Business Area Sign Policy under Recommendations 2, 3 and 4.

10.  City Council authorize the City Solicitor to introduce the necessary bills to give effect to City Council's decision, including the amendment of Toronto Municipal Code Chapter 694, Signs, General, amendment of Toronto Municipal Code Chapter 743, Streets and Sidewalks, Use of and enactment of a new article in Toronto Municipal Code Chapter 693, Signs, for signs on public highways, generally in accordance with Attachments 1 and 2 to this report.

Adoption of the recommendations within this report will result in additional annual revenues estimated to be $90,000.00 in 2017 from application and appeal fees to the operating budget of Transportation Services. In years 2018 and 2019, it is anticipated that total revenues from application and appeal fees will be $9,000.00 per year. Revenues correspond to a three-year cycle with substantially larger revenues coming in every third fiscal year as all fixed three-year term sign agreements expire on a set date and destinations come forward with new applications. The addition of exit numbering identifiers on existing expressway signs will be coordinated with routine sign maintenance activities, funding for which is already included in the operating budget of Transportation Services.

All costs associated with the manufacture, installation, maintenance and replacement of vehicular destination signage will be recovered from the successful applicant.

Application and Appeal Fees

An application and appeal fee for expressway and arterial signage does not currently exist. This report recommends the introduction of a $150.00 application fee that will be paid by destinations who wish to introduce or maintain existing expressway and/or arterial signage. Upon adoption of this report, it is estimated that the year one revenue from application fees will be $75,000.00 for the fiscal year 2017 as existing sign holders come into compliance with new standards and new applications from other destinations that do not currently have signage are received. Moving forward, it is anticipated that revenues will be approximately $7,500.00 per year during years two and three of the application cycle. 

In addition, this report recommends the introduction of an appeal fee of $300.00 to be paid by applicants whose applications have been refused. This fee will cover staff time to review the appeal. The estimated annual revenue from appeal fees is $15,000.00 (first year only) for the fiscal year 2017, while Transportation Services reviews existing sign holders' applications, as well as new applications from destinations that do not currently have signage. Moving forward, it is anticipated that revenues from appeal fees will be approximately $1,500.00 per year during years two and three of the application cycle.

As per the City's User Fee Policy, the central principle of user fees is that they should be utilized to finance those City services that provide a direct benefit(s) to specific users and that user fees should be set to recover the full cost of those services.

The introduction of a new application and appeal fee will ensure work that provides benefits to private business interests are not paid for through taxpayers. It has been determined that these fees represent a full cost recovery in accordance with the City's User Fee By-law.

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.

The General Manager, Transportation Services recommends that:

1.  City Council authorize the General Manager of Transportation Services to withdraw the proposed Terms of Reference for the Allen Road Environmental Assessment from the Ministry of Environment and Climate Change.

At its meeting of July 5, 6 and 7, 2010, City Council endorsed, in principle, the Lawrence Allen Revitalization Plan (LARP), a 20-year plan for the evolution of the Lawrence-Allen area and the Lawrence Heights neighbourhood. As part of this plan, and recognising that Allen Road has operational issues, is in need of repairs, does not integrate well with the local neighbourhood, and exists within a changing physical and policy context, City Council directed the General Manager, Transportation Services to initiate the Allen Road Individual Environmental Assessment (EA) Study Terms of Reference (ToR).

City staff submitted the proposed ToR to the Minister of Environment and Climate Change (for formal government review and acceptance in September 2014. Following the Ministry of the Environment and Climate Change's (MOECC) detailed review of the City's proposed ToR, the City was advised that the proposed alternatives for Allen Road were too broad. Particular concern was raised that the land use planning in the study area was not developed to level commensurate with the infrastructure planning and that without a similar land use planning exercise for the area south of the LARP to support consideration of the alternative EA solutions, it was unlikely that the City would be in a position to implement the EA recommendations in the near future. Funding for this work is not included in Transportation's Capital Budget or 10-year Capital and an alternative funding source has not been identified.

Given the extensive deficit in municipal infrastructure that exists throughout the City and the number of other critical investments in infrastructure that are needed, City staff are recommending that no further work proceed at this time and are instead requesting City Council to provide authorization for the General Manager of Transportation Services to withdraw the proposed ToR from the MOECC. In place of the Allen Road EA, Transportation Services will refocus its efforts on localized operational and state of good repair issues.

Funding of $2.5 million for the Allen Road EA is included in the 2016-2025 Capital Budget and Plan for Transportation Services. If the Allen Road EA project is cancelled, the funding would be available for reallocation within the 2016-2025 Capital Budget and Plan for Transportation Services.

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.

The General Manager, Transportation Services recommends that:

1.  City Council authorize the General Manager, Transportation Services to negotiate, enter into and execute an agreement with the Regional Municipality of Durham for the cost sharing and maintenance of the Kingston Road Bridge over the Rouge River and the section of Kingston Road between the easterly end of the bridge and Altona Road in the City of Pickering, on terms and conditions generally as set out in Appendix 1 to the report  dated June 3, 2016 from the General Manager, Transportation Services, and on such other terms and conditions satisfactory to the General Manager, Transportation Services.

2.  City Council authorize and direct the appropriate City officials to take the necessary action to give effect thereto.

The purpose of this report is to seek authorization to negotiate, enter into and execute an agreement between the City of Toronto and the Regional Municipality of Durham (Region of Durham) for the cost sharing and maintenance of the Kingston Road Bridge over the Rouge River and the section of Kingston Road between the easterly end of the bridge and Altona Road in Pickering. The previous agreement between the two jurisdictions had been in place since January 1, 2006 and recently expired on January 1, 2016. The new agreement would be for a term from January 1, 2016 to January 1, 2026 and be based on terms substantially similar to the previous agreement, with the addition of a new clause pertaining to the design and construction administrative fee charged for capital improvements on the bridge structure.

The annual maintenance costs and expenses incurred specific to the Kingston Road bridge structure shall be shared equally between the City of Toronto and Durham Region. This annual cost is estimated at $8,000 annually ($4,000 for each party).  An annual payment of $3,650 will also be paid to the City of Toronto for winter maintenance on the stretch of Kingston Road starting at the easterly edge of the Bridge (as the west boundary) and the centreline of Altona Road (as the east boundary). All necessary funding can be accommodated within the annual Operating Budget for Transportation Services.

In addition, the City of Toronto's portion of any future expenses related to state of good repair (SOGR) will be accommodated within the 10-year Capital Budget and Plan for Transportation Services.

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.

The purpose of this report is to seek approval from Toronto City Council for the closure of traffic lanes at several locations and two side streets for periods of up to approximately five years to enable construction of the Metrolinx Eglinton Crosstown LRT, along with the approval to install temporary traffic control signals for periods of up to approximately five years to provide for safe pedestrian crossing of Eglinton Avenue.

The construction of the stations cannot proceed in a timely manner without these closures of traffic lanes, and pedestrian safety will be enhanced by signal-controlled crossings where normal crosswalks are occupied by long-term construction activity. Some of these temporary changes would typically be delegated to the appropriate Community Councils. However, given the importance of dealing with these issues consistently and urgently, the value in having City Council consider all of these matters in a coordinated manner, and due to the city-wide significance of the Eglinton Crosstown LRT project, the City Manager has deemed this matter to be of City-wide significance, in accordance with the provisions of Section 27-152 of City of Toronto Code Chapter 27, Council Procedures.

The construction staging of the LRT stations, proposed and required by Crosslinx Transit Solutions (CTS), and the basic traffic management strategies associated with the construction occupation of roadways discussed in this report, have been reviewed by Transportation Services staff and Metrolinx. They have also been presented to TTC staff and to affected City Councillors during focused briefings and this will continue throughout the construction period. Metrolinx have also held a number of local community meetings to provide project details and seek input. There will be opportunities to refine the traffic controls as and when unforeseen issues arise over the multi-year duration of construction.

Transportation Services recommends that:

1.  The Public Works and Infrastructure Committee receive this report for information.

Transportation Services is responding to a request from the Public Works and Infrastructure Committee to consider the feasibility of allowing basketball nets and hockey nets on the public right of way where no sidewalks are provided.  The report will summarize the current by-laws, attempt to explain the reasons they are in place and set forth possible options for removing the prohibition of sports equipment being placed in the right of way.

Options are provided for consideration should City Council choose to remove the prohibition of portable basketball or hockey nets on the boulevard adjacent to a private property (the "boulevard").  City Council would need to approve amendments to the Municipal Code Chapter 743 - Streets and Sidewalks, Use Of to either include portable basketball and hockey nets as a permitted encroachment or to authorize the General Manager, Transportation Services to enter into an encroachment agreement for the placement of a portable basketball or hockey net on the boulevard.

Amending the Municipal Code to remove the prohibition of portable basketball or hockey nets on the public right of way is not supported by Transportation Services, as it encourages children and adults to play on the roadway as it creates obstructions and encroachments which could create a safety hazard for motorists and interfere with required maintenance activities.  Playing on the roadway is prohibited for safety and liability reasons.

There will be no financial impact from the adoption of the recommendation in this report.

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.

The Director, Affordable Housing Office, recommends that:

1.  The Public Works and Infrastructure Committee receive the item for information.

This report fulfills City Council's November 3 and 4, 2015 request for the Director, Affordable Housing Office, in consultation with other appropriate City staff, to report back to the Public Works and Infrastructure Committee in early 2016, on the feasibility of using Toronto Renovates funds for the replacement of residential private-side lead water pipes, as an essential repair to bring a home up to acceptable health and safety standards.

The Affordable Housing Office will continue to consider residential private-side lead water pipe replacement as part of the Toronto Renovates home repair program, on a case by case basis. This would be subject to an individual homeowner's eligibility for Toronto Renovates and the specific repairs/modifications submitted for funding approval, recognising that the scope of repair and modification work is determined at the homeowner's discretion.

There are no financial implications resulting from the adoption of this report.

The Deputy City Manager, Cluster B recommends that:

1.  Public Works and Infrastructure Committee receive this report for information.

This report responds to Public Works and Infrastructure's Committee request for the Deputy City Manager, Cluster B to report to its meeting on June 20, 2016, on the divisional work plan for the remainder of 2016 and on any outstanding requests for staff reports.

There are primarily four divisions that report to the Public Works and Infrastructure Committee, namely, Engineering and Construction Services, Solid Waste Management Services, Toronto Water and Transportation Services.  Since the beginning of this term of Council, there have been 116 reports that have been submitted on issues such as managing construction-related traffic disruption, awarding the contract for the next generation green bin, seeking a decision on a preferred alternative for the Gardiner East EA and the Highland Creek Treatment Plant Biosolids EA.  However, there are still more than 32 outstanding directives from City Council, Public Works and Infrastructure Committee and other standing committees. This does not include directives under the mandate of other standing committees. 

To address the volume of outstanding directives, staff have developed a work plan. There are over 70 reports to Committee that are planned for the remainder of 2016 which is described in more detail in Attachment 1.  Additional requests for staff reports will present challenges in bringing forward planned major policy work and the ability of staff to reduce the number of outstanding directives.

There are no financial impacts beyond what has already been approved in the current year’s budget.

The Deputy City Manager and Chief Financial Officer has reviewed this report and agrees with the financial impact information.